General Operations

Director's Office

  1. Promote long term fiscal stability within the department by efficiently managing state and federal resources.
  2. The MDT Director’s office is comprised of the director, the deputy director, the chief operating officer (COO) and a small staff that oversees policy, data management, and the administrative issues attached to the Transportation Commission.
    1. Unity, Transparency, and Effectiveness are words that establish our core vision.
  3. The director’s office will provide leadership and guidance to the department as a whole, modeling fiscal restraint, sound and timely decision making, and integrity.
  4. The Director’s office will maintain regular and close contact with:
    1. The Governor’s Office
    2. The Legislature
    3. Statewide industry groups
    4. Local and Tribal Government
    5. Congress
    6. National associations applicable to MDT’s mission
  5. The Director’s office will ensure that the full multimodal transportation program is delivered in an efficient and effective manner that best serves the public.

Service Branch

  1. Embrace a culture of continuous service improvement. Regular evaluation of service division strategic plans and appropriate 2020-2021 Action Plan Objectives that ensures accountability for the completion of division goals and objectives.
  2. Balance effectiveness and efficiency in delivery of services. Continue to develop/provide practical governance processes for the prioritization/assignment of division resources that balance customer needs with staffing capacity.
  3. Engage with customers, empowering them with authoritative and relevant information and service. For our internal customers, at a minimum, this requires regular updates at monthly administrative staff meetings as well as active engagement with all appropriate agency governance and project management teams.
  4. For external customs, at a minimum, this requires quality customer engagement, and timely and responsive service.
  5. Promote strategic and responsible stewardship of resources. Requires that service branch administrators take a leadership role in the implementation of agency-wide IT, financial, human resources and professional services plans, policies, and processes.
  6. Encompasses a charge to ensure compliance with all appropriate federal and state regulatory requirements.

Surface Transportation Branch

  1. Promote long term fiscal stability within the department by efficiently managing state and federal resources.
    1. Employ an asset management approach to monitor system performance and develop an optimal investment plan ensuring like conditions throughout the state.
    2. Provide the right improvements at the right time to manage infrastructure assets using cost effective strategies.
  2. Exercise sound financial management to ensure business continuity, enable adequate matching funds for the federal aid program, and ensure adequate state funding for system maintenance and operations.
    1. Maximize utilization of Federal Highway Funds through strategic application of matching funds
    2. Manage projects in accordance with scope, schedule, and budget
  3. Fully obligate federal funding each year in accordance with Px3 and Federal requirements so no funding lapses or penalties are assessed against Montana’s program due to MDT actions
    1. Make decisions in accordance with Px3 and TAMP throughout plan.
    2. Update targets within Transportation Asset Management Plan (TAMP) in accordance with 23 USC 119. Dec 31, 2020.
    3. Complete required federal reports/activities in accordance with mandated deadlines throughout plan.

Professional Services Division

Office of Civil Rights

  1. Administers, manages, provides, and ensures compliance with Federal and State law and guidance on the following programs.
    1. Affirmative Action, Contractor Compliance, Disadvantaged Business Enterprise, DBE Supportive Services, Small Business Enterprise (SBE), Americans with Disabilities Act, Non-Discrimination, Equal Employment Opportunity, National Summer Transportation Institute, and three (3) On-the-Job Training programs.
  2. Provides oversight and compliance to ensure MDT conducts business in an environment free of discrimination, harassment and retaliation based on both Federal and State protected classes which includes:
    1. Race, color, national origin, parental/marital status, pregnancy, childbirth, religion/creed, social origin or condition, genetic information, sex, sexual orientation, gender identification or expression, ancestry, age, disability (mental or physical), political or religious affiliations or ideas, military service or veteran status, and Limited English Proficiency.
  3. Provides MDT management and employees with support, technical expertise, and training through its program administration.

Audit Services

  1. Taxpayer Compliance - Encourages taxpayer compliance through a comprehensive audit program that levels the playing field for all taxpayers.
    1. We will accomplish this through selecting and fulfilling the contractual audit requirements under IFTA and IRP programs (3%) as well as auditing referrals from Administration and Motor Carriers Services Division.
  2. Contract Compliance - Ensures consultants and contractors comply with contract requirements and federal cost principles when performing work and billing MDT.
    1. We will accomplish this by selectively identifying contractors or consultants for audit and performing a comprehensive audit of their invoices paid by MDT, including a review of their billing and accounting system.
  3. Add Value - Provide management with independent, objective assurance and consulting services designed to add value and improve the effectiveness of the department operations and internal controls.
    1. This is accomplished by performing internal audits as designated in the Internal Audit Plan approved by the Audit Committee.
  1. Performs agency legal functions.
    1. Conducts litigation for the agency in state and federal trial courts and appellate courts primarily involving eminent domain, contract claims, civil rights, outdoor advertising control, environmental issues, motor fuels tax, property rights, defense of agency statutes, rules and policies, third-party tort claims, and personnel matters.
    2. Reviews and drafts legislation, rules, and policies.
    3. Provides legal opinions and legal assistance to agency leaders and managers.
    4. Assesses risk and advises agency leaders and managers regarding risk management strategies, process improvements, and educational opportunities.
  2. Develops effective working relationships with agency leaders, managers, employees, and stakeholders.
    1. Maintains a high-level of professionalism and communication.
    2. Develops and maintains credibility and effective working relationships.
    3. Supports agency priorities as identified by agency leaders and managers.
    4. Collaborates with agency leaders and managers to identify and implement best practices for the effective allocation of resources and alignment of workflows.
    5. Participates in training opportunities for agency leaders, managers, and employees.
  3. Adheres to law office management best practices.
    1. Maintains high ethical standards.
    2. Performs agency legal functions in a timely manner.
    3. Develops and maintains key internal processes (e.g., legislative bill review process) for effective management and continuity of law office and legal functions.
    4. Promotes teamwork, good communication, and strong working relationships amongst the legal staff. Establishes a positive, supportive work culture.
    5. Creates opportunities for attorney advancement, including training, and cross-training.
    6. Supports recruitment, retention, and succession planning efforts.
    7. Adapts to organizational change and technological and industry advances.

Human Resources and Occupational Safety Division

  1. Human Resources and Occupational Safety (HROS) Goal – Develop, integrate, and administer innovative human resources and safety strategies that support the department’s overall vision and mission.
  2. Workforce Planning Goal – Develop employees and leaders within MDT by identifying new learning opportunities through succession planning and knowledge management/transfer tools.
  3. Human Resources Bureau Goal – Identify and deploy innovative solutions to recruit and retain a diverse workforce to ensure the department’s future staffing need are maintained.
  4. Occupational Safety and Health Goal – Promote a safety culture by reducing employee injuries and workers' compensation costs through training and identification of safe workplace behaviors.

Information Services Division

  1. Implement IT solutions to meet customer needs. This strategic goal focuses on implementing IT-based solutions throughout the agency to improve operational efficiencies, reduce costs, and improve decision-making.
    1. Continue the PPMS project. Continue to provide project management and technical expertise to the MDT for the, system implementation phase, as well as vendor and contract management for a new Program & Project Management System (PPMS).
    2. Continue the Federal Billing implementation. Continue to provide project management and technical expertise to the MDT for the, system implementation phase, as well as vendor and contract management for a new Federal Billing program.
    3. Implement the new CADD Document Management system. Work with Engineering to provide project management and application development services to implement a CADD documentation Management System with an integrated document storage solution that replaces the existing core printing/plotting functionality.
    4. Implement the new Bridge Management System. Work with MDT Engineering Division to provide project, contract and vendor management, and technical expertise for the business analysis, procurement, and solution implementation phases for the new Bridge Management and Analysis System.
    5. Implement the CADD Platform. Work with MDT Engineering Division to provide project management and technical expertise for the business analysis, procurement, and solution implementation phases for the new CADD Services Platform.
    6. Implement a new Safety Information Management system. Work with MDT Engineering Division to provide project and technical expertise for the business analysis, procurement, and solution implementation phases for the new Safety Information Management System (SIMS).
    7. Implement the Aeronautics Suite. Work with the Aeronautics Division to modify the existing Aeronautics Suite that provides the functionality for pilot and aircraft registration tracking, tracking lists of conference attendees and exhibitors, airport fixed base operators, airport managers and newsletter recipients.
    8. MCS Systems. Work with Motor Carrier Services to provide consulting as well as project, vendor, and contract management services for multiple solutions to improve highway safety for the traveling public and motor carriers and provide exceptional service to Montana’s motor carrier industry.
    9. Implement RTN. Provide project management services to implement RTN enabling cost-saving solutions for public and private sectors in the fields of surveying, mapping, science, precision agriculture, construction, and other high accuracy positioning technology needs.
    10. Transit Grant Management. Work with Rail, Transit & Planning Division, providing project management, vendor, and contract management services, to implement Transit Grant Management solutions to help administer and manage Federal Transit Administration (FTA) funding while complying and staying current with FTA’s unique, evolving programs.
    11. Implement ERM and EDMS. Work with MDT businesses to provide project management and technical expertise for the business analysis phase, procurement, Enterprise solution review and analysis, and software implementation phases for new Electronic Records Management and Electronic Content Management Solutions.
    12. Software to manage Traveler Info (RWIS and VMS). Work with MDT Maintenance Division to provide project management and application development expertise for the design and implementation of new Road Weather Information (RWIS) and Variable Message Signs (VMS) Systems.
    13. Grant Management. Work with Rail, Transit & Planning Division, and others as necessary to provide project management, vendor, and contract management services, to implement and a new grant management system to replace Webgrants.
    14. Traffic Management Center. Work with the MDT Maintenance Division to provide network and technical expertise to implement a new Transportation Management Center solution.
  2. Implement IT Service Improvements. The focus of this strategic goal is to assess and implement improvements to existing and potential new IT services in support of the wide variety of customer expectations and operational needs throughout MDT.
    1. Continue to leverage the capabilities of ServiceNow to digitize MDT’s business functions. Assess, develop, and implement digitized services and processes to fully enable a paperless and mobile work environment.
    2. Fully implement the enterprise Service Now help desk solution. Assess, develop, and implement a service management solution in ISD that includes a one-stop service portal for all IT services for the benefit of ISD customers.
    3. Continue to explore opportunities to leverage Service Now to improve business at MDT. Continue to learn how the enterprise ServiceNow Platform can provide efficiencies and improved customer service experiences at MDT.
    4. Assess and implement video conferencing alternatives. Research and assess the future of video conferencing within MDT and determine if alternative solutions are warranted.
    5. Assess IT training needs. Assess the IT training needs throughout MDT and develop a strategy for implementation.
    6. Improve Network Connectivity. Continue to assess needs and identify opportunities to upgrade network connections as appropriate.
    7. Assess and upgrade existing technologies. Assess the existing IT technologies and develop a strategy for upgrading them where applicable.
    8. Complete the retooling of MDT’s website. Revamp the site, implement tools to manage content.
  3. Improve ISD Processes. The Information Services Division has a wide variety of technical and business processes in place to support the services offered to MDT. The focus of this goal is to assess and improve ISD’s processes in order to provide the most efficient and effective services possible.
    1. Update the Information Architecture and Technology strategy. Update the 2016 Enterprise Architecture document to reflect our current needs and technology environment.
    2. Implement a Security Program. Implement organizational-wide Information Security Program required by MCA 2.15.114. The program will address security for the information and information systems that support the operations and assets of the department. The program will be aligned and integrated with program guidance of the Federal Information Security Management Act (FISMA) and National Institute of Standards and Technology (NIST) guidelines.
    3. Establish IT PMO and Implement IT PM standards and processes. Establish the IT PMO. Implement standards, document processes for IT Project Management. Develop standardized documentation for IT projects. This will include the IT contract management and IT procurement processes.
    4. Develop and implement a Disaster Recovery strategy. Implement disaster recovery and continuity strategies to protect MDT IT operations in the event of a major incident.
    5. Update Application Development Standards. Develop a process to review and update application development standards.
    6. Develop and implement decision and communication processes. Research, develop, and implement policies and procedures for communicating and decision-making within ISD.
    7. Assess and manage IT risks. Research, develop, and implement an IT risk assessment and management process for ISD.
  4. Research and Develop New Technologies and Services. It is imperative to continually stay abreast of the latest technology developments and take advantage of changes in the industry. This strategic goal focuses on continually assessing and implementing new technologies and services into MDT’s operations as warranted.
    1. Fully enable MDT’s workforce for mobility and remote work. Research, assess, and develop a suite of mobile computing solutions for the benefit of MDT operations.
    2. Implement new endpoint management tools. Research, assess, and implement a new suite of end-point management solutions to meet the operational needs of ISD.
    3. Develop a data analytics strategy for MDT. Research and develop opportunities to streamline business processes and provide MDT with a dynamic, flexible reporting tool that would enable employees to be more efficient and provide managers with more information in an easily accessible real time format.
    4. Implement a software compliance process. Implement an asset management platform that provides software and application usage monitoring and management, software license compliance and license reconciliation.
    5. Implement a data warehouse for MDT. Implement an integrated and scalable data warehouse to enable improved analytical capabilities and support the agency data governance program.
  5. Develop the IT Workforce. The Information Services Division recognizes it is our people that make us so successful. This strategic goal is a continued commitment to further develop the workforce to ensure we have the best professional staff possible.
    1. Develop a recruitment and retention strategy. Continue to improve ISD’s recruitment and retention strategy.
    2. Assess and implement technical, soft skill training, and provide cross-training opportunities. Assess Information Services Division employee’s technical and soft skills and provide training opportunities to continually improve our employees. Analyze and develop opportunities for Information Services Division employees to engage in cross-training to further their professional development.
    3. Develop a succession planning strategy. Analyze existing and future human resource needs within the Information Services Division and develop a succession planning strategy to meet the demands.
    4. Improve and expand career ladder and employee development opportunities.

Administration Division

  1. Protect departmental assets.
    1. Continue to assess, implement and monitor internal controls associated with the department's material business processes.
  2. Enhance tools to manage the business of agency effectively and efficiently
    1. Implement major IT initiatives.
  3. Provide management with sound financial information to make operational and investment decisions.
    1. Continuously monitor department finances, trends and revenue data to project budgetary needs and fund stability.

Construction Program

Engineering Division

  1. To survey, design, acquire the right-of-way, and construct safe, cost effective highway improvement projects in order to develop and maintain a cost effective, efficient and safe transportation system.
    1. 85% of projects planned for the fiscal year are ready for contract.
    2. Maintain statewide average construction engineering costs under 10% of total contract costs.
    3. Maintain statewide final costs under 5% above award amount.
    4. 90% of all contracts with final estimate paid within 90 days of final acceptance.
    5. Obligate 100% of available federal funds.
    6. Maintain Federal-aid overrun under $2 million.
    7. Maintain Inactive projects to not exceed 12 months.

Maintenance Program

  1. Perform winter maintenance activities that provide consistent levels of service and optimize MDT resources.
    1. Develop and use a Winter Dashboard to track winter material use and ensure the appropriate amount of material is being used for the conditions.
    2. Utilize the Maintenance Survey to ensure 90% or more respondents are satisfied with MDT’s winter maintenance operations.
    3. Provide timelier updates of roadway conditions through MDT’s Transportation Management Center (TMC).
  2. Continue to research winter operations efficiencies by participating in national winter maintenance organizations such as Clear Roads, Pacific Northwest Snowfighters and Northwest Passage.
    1. Use new testing protocols developed through Clear Roads, such as ice melting capacity, which can help expand the winter materials available for use in winter maintenance operations.
    2. Use Clear Roads research products such as driver safety, the Qualified Products List (QPL) and geometric plowing guidelines to enhance winter operations.
    3. Investigate new equipment, materials, and processes in other states that could be implemented in Montana to improve winter driving conditions.
  3. Develop and enhance traveler information and incident response.
    1. Pilot a “Citizens Reporting Program” which allows citizens to update road conditions.
    2. Enable MDT field staff to directly report conditions from snowplow trucks.
    3. Provide enhanced information for the traveling public on the road reporting website such as messages from our Variable Message Signs (VMS).
  4. Monitor pavement distresses using direct observations and the Pavement Management System (PvMS) to select appropriate treatments and perform pavement preservation activities to improve the system index.
  5. Plan, design, and build cost effective and energy efficient facilities.
  6. Improve customer satisfaction for Rest Area maintenance through biennial surveys.
  7. Provide visible, legible, and understandable signs and pavement markings to ensure the traveling public’s safety.
    1. Ensure all Divisions are at a B+ or better on all warning and regulatory signs on the Maintenance Quality Assurance Report Card
    2. Ensure that 85% of roads under MDT jurisdiction will meet reflectivity standards for striping by July 1 annually.

State Motor Pool

  1. Provide reliable vehicles on a daily and extended use basis to state employees conducting official business.
    1. 90% of the fleet will meet the Level II preventive maintenance schedule annually.
    2. Safety inspections will be performed on 50% of the fleet each year.
  2. Provide efficient vehicles on a daily and extended use basis to state employees conducting official business.
    1. Research and investigate alternate fuel vehicles including electric vehicles where appropriate.
    2. Maintain or enhance customer satisfaction through a biennial survey.
    3. Provide an annual underutilized vehicle report to managers to ensure vehicles are being utilized efficiently and fleet size is accurate.
    4. In order to provide fuel efficient vehicles to Motor Pool customers, light duty vehicles that are purchased will meet or exceed the CAFÉ standards.
    5. Utilize the Bureau’s fleet management system to improve efficiency in business processes and customer interaction.

Equipment Program

  1. Provide safe and reliable vehicles and equipment to meet the needs of the Department's users.
    1. 90% of the fleet will meet the Level II preventive maintenance schedule annually.
    2. Safety inspections will be performed on 50% of the fleet each year.
    3. Provide specialized equipment training when necessary to meet specific user needs.
  2. Provide efficient vehicles and equipment to meet the needs of the department's users.
    1. Research and investigate new and innovative equipment ideas through Western States Highway Equipment Managers Association meetings.
    2. Consider opportunities to purchase multi-use and multi-season equipment to enhance the efficiency of the fleet.
    3. Provide an annual underutilized vehicle report to managers to ensure vehicles are being utilized efficiently and fleet size is accurate.
    4. In order to provide fuel efficient vehicles to the Department’s user, light duty vehicles that are purchased will meet or exceed the CAFÉ standards
    5. Utilize the Bureau’s fleet management system to improve efficiency in business processes and customer interaction.

Motor Carrier Services

  1. Within established budget, provide a service to the traveling public by enhancing the safety of our highways, a service to the commercial motor carriers, and a service to the taxpayers by protecting our highway infrastructure.
    1. Attracting, recruiting, retaining, and developing high quality employees are essential to achieve exceptional and quantifiable level of quality services.
  2. Provide a service to the traveling public by making our roads safer i.e., decrease the number and severity of Commercial Vehicle crashes.
    1. Conduct focused inspections on commercial vehicles and carriers who continue to demonstrate poor compliance with safety regulations with the intent to reduce the number of non–compliant commercial vehicles and commercial drivers.
    2. Maximize our visual presence on our highways.
    3. Effectively route and permit oversized loads.
  3. Protect the highway infrastructure and the associated revenue.
    1. Maintain or enhance commercial motor carrier size and weight compliance through the annual development of the Federal Size and Weight Enforcement Plan.
    2. Certify annually to FHWA proof of payment for the Heavy Use Vehicle Tax.
    3. Properly credential appropriate commercial vehicles and companies.
    4. Compile and analyze truck weight and volume information on Montana roadways to identity issues and assist with resource management.
  4. Provide services to the commercial motor carriers.
    1. Provide a level playing field by helping carriers comply with and enforce the motor carrier laws.
    2. Goal of 24/7 internet service availability and continuously work with the industry to explore ways to increase the efficiency and effectiveness to obtaining the required licenses and permits, including increased use of self-issued permits.
    3. Explore, procure, deploy, and maintain state of the art technologies to improve the efficiency and effectiveness of freight movement on Montana highways.

Aeronautics Program

  1. Advance further growth and promote Montana Aviation.
    1. Develop and implement an outreach strategy to promote the Division’s existing programs and initiatives and solicit ideas for future programs and initiatives.
    2. Investigate the feasibility to develop a publicly available online comprehensive repository for pertinent Aeronautics related subject matter.
    3. Leverage available resources to monitor the political climate and actively participate in the development of legislative positions that will support the fulfillment of the Division’s mission.
  2. Provide for the protection of the flying public and the promotion of flight safety and accident prevention programs and other state aviation interests.
    1. Coordinate safety programs for pilots and other members of the aviation industry.
    2. Identify and implement a mechanism to improve the dissemination of time-critical information to Montana’s aviation community.
    3. Investigate the feasibility to develop and deploy applications for mobile devices specific to stakeholder needs (e.g., airport directory, etc.).
    4. Investigate the feasibility to develop and deploy a pilot passport program to encourage pilots to visit Montana airports.
  3. Continue to expand and improve the statewide air search and rescue program.
    1. Increase local law enforcement’s awareness of protocol regarding missing and overdue aircraft.
    2. Continue to maximize the number of pilots registered with Aeronautics.
    3. Build relationships with state and federal partners that have responsibility for search and rescue, emergency services, and homeland security.
  4. Continue to provide aviation education and investigate avenues to expand related services.
    1. Conduct aviation education programs and career awareness programs and identify opportunities to advance aviation education.
    2. Develop and implement at least one additional (or enhance at least one existing) educational program each fiscal year.
    3. Track Montana’s aviation safety statistics and incorporate the findings into aviator education programs.
    4. In collaboration with the Aviation Organizations of Montana, provide logistical support for the annual statewide aviation conference.
  5. Provide airport development programs to assist airport sponsors to plan, construct, and maintain Montana's public use airports.
    1. Provide annual updates to the state aviation system plan, offer technical assistance to airports, and ensure loan and grant program information is readily available.
    2. Develop and deploy a “Montana Airport Management 101” educational program.
    3. Identify opportunities to develop shared-use assets between airports (stripers, pavers, AWOS maintenance technicians, etc.).
    4. Install webcams and/or weather reporting at airports and mountain passes.
    5. Initiate a windsock program.
  6. Provide safe, modern, well-maintained state-owned and operated airports.
    1. Yellowstone Airport:
      1. Maintain 100% readiness for anticipated aircraft operations.
      2. Maintain 100% compliance with 14 CFR Part 139 requirements.
      3. Maintain 100% readiness with ARFF and security requirements.
      4. Continue to facilitate new seasonal development of the airport.
    2. Other state-owned or operated airports:
      1. Visit all state-owned airports at least twice per year to evaluate airport conditions and perform necessary maintenance.
      2. Assess the feasibility to develop airport standards for state-owned airports.
      3. Assess state-owned airports to identify cost-effective infrastructure improvements that will enhance safety and/or convenience to users of the airport.
    3. All state-owned or operated airports: Expedite execution of lease agreements and amendments.
  7. Support the Division’s responsibilities and commitments by effectively managing the Division’s fiscal resources.
    1. Improve and expand the current financial management system to advance the Division’s ability to effectively manage its finances.
    2. Continue to monitor commercial airline passenger traffic and aviation fuel sales to gauge the health of the Airport Grant Account.
    3. Maximize collection of aircraft registration fees in accordance with MCA and Administrative Rule.
  8. Staff development
    1. Encourage all staff to participate in professional development training programs.
    2. Provide the opportunity for staff pilots to obtain ground school education and in-flight training at least once per month.
    3. Encourage all staff to develop succession planning documents and maintain them in a manner that reflects current practices.

Transportation Planning Program

  1. Cost Effectiveness: Develop and implement a long-range multi-modal construction program that addresses Montana's most important statewide transportation needs, is consistent with statewide long-range transportation plan and management system output, and maximizes the use of federal funds through the Performance Programming Process (Px3).
    1. Ensure at least 70% of available federal and state resources are prioritized into a performance based funding plan to support core state highway system needs (Interstate, National Highway, and Primary System) based on system goals defined through Px3. Px3 outcome goals include:
      1. Quality: Maintain Pavement Condition performance levels at desirable or superior ride experience for the traveling public.
      2. Quality: Reduce the structurally deficient bridge deck area (square feet).
      3. Economic Vitality: Maintain traffic congestion and system reliability within acceptable limits.
      4. Safety: Implement VisionZero, Zero fatalities, Zero Serious Injuries on MT highways thru behavioral programs and project selection that supports the goal and objectives of Montana’s Comprehensive Highway Safety Plan (CHSP).
  2. Cost Effectiveness: Ensure 90% of the Interstate, National Highway, & Primary Systems projects programmed are consistent with the funding plan developed through Px3.
  3. Cost Effectiveness: Ensure that MDT uses transit asset condition to guide how to manage capital assets and prioritize funding to improve or maintain the overall transit fleet and facilities to a target level of “State of Good Repair” (SGR).
  4. Environment: Ensure environmental regulatory compliance and environmental stewardship for department actions.
  5. Customer Satisfaction: Ensure 50% of the public and transportation stakeholders perception of MDT's overall quality of service at an A or B level in our TranPlan MT Public involvement surveys, which measures progress on the departments long range multi-modal transportation plan.